Like what are what should we be willing to sacrifice, uh, in order to kind of achieve this. So this is one of the most fascinating discoveries that I had is that actually cascading KPIs. Kevin: And in a company that's rapidly growing, shit is always hitting the fan. Yeah, right. Hmm. Move Engineering, Merchant EcoSys. "Organizational culture defines a jointly shared description of an organization from within." Bruce Perron Culture is a process of "sense-making" in organizations. Whether you're looking to get across town, or even earning on the road, choose Gojek - we're the city's latest ride-hailing app dedicated to making your commutes all that much better. From my personal experience, a lot of companies talk about being people first, but most dont practice the mindset of what it takes to be truly people first. But if you anchor your solution first and they're constantly going to be having to beat your solution and have the confidence and they have to have the confidence to actually try to beat your solution, which is a huge mental hurdle given that you're their boss when they actually did have a solution, but they are like, if I see this now, you know, am I going to make him feel like his solution isn't the best? The underlying cultural assumptions can both enable and constrain what an organization is able to do. First, is actually coming up with problems instead of solutions. And I think in a way I think we're almost, we have a bias towards finding smart, creative, driven people. Pamela Chan. Uh, rather than thinking about, you know, building an enduring company or in doing business. We occupy 3 floors of a building in Bangalore's Diamond. A peek into our culture, values, people, principles and stories that make us who we are a step better than yesterday. And you also have to be a very effective collaborator to do that. Motto: "We're all in this together.". Right. Over 20 products, 2 million driver partners. [1] This one's good about focus and prioritization. I'm going to check it out first. Theyre often reduced to a binary absolute: The Magical Team, or the Useless team. Nadiem: yeah, when, when things are bad, you have to, yeah. I think that part is, I think, um, the next step of really kind of instituting these philosophies that generally sound good. Nadiem: It's not how quickly they get it done. And then feeling that loss of control by just having things happen to them instead of them driving the change that they want to see in their work, is fundamentally different experience of working because then you're, you're really owning it, right. Kevin: Or even people who are, you know, already, I just kind of like working at a company that is, that is scaling right now. And, and there were some clear benefits to that. I don't know exactly why I'm doing all this stuff. According to MomentumWorks, this is the structure of the board of directors: Founders CEO and founder Nadiem Makarim who holds 58,416 shares, accounting for 4.81% of the total shares. But the reason why we believe in them is because for the parts of the units of the organization that we did apply these principles. And that's sort of the, the waterfall comes out. And that just doesn't work. This page was last edited on 17 February 2023, at 02:26. Right. And getting feedback from people about that. Yup. And here's where it gets really tricky. 1. Review the different organizational structures most commonly used. Right. Yeah. Do you understand what the objective was? But I think really having that mindset of being, thinking about, you know, what are the things that really matter and what are the things that don't matter, even though I kind of feel like I should be doing them right? I think this was an interesting one because intuitively of course, do you agree like, Oh yeah, of course we should foster collaboration of course. Kevin: Yeah. Google. Then we're able, even leaders become, gain far greater visibility and transparency into what's happening on the ground really. Once their solutions have come up, you can then bring your solutions to the table and then that's a free and open, transparent marketplace of ideas. Right. Uh, but then it just didn't, it, it didn't matter. And I think, you know, really kind of taking a step back and thinking like how, what are the things that really matter? There are a lot of myths out there that we want to dispell. Yeah, exactly. And here are some common mistakes that I've seen. And the first one, organizational investments. And what's the difference between thought leadership and just being really good at execution? Yeah. And I think it's easy to kind of get into that, uh, into that mode and yeah. Kevin: Yeah. Yeah. And I'm always really amazed at you know companies that will say like, okay, this is one thing we're really going to nail. Social Impact Transform lives, inspire change. And I think the good sign of a bottom up leader is one that is secure in knowing that their job is to provide the platform and distill from their team, you know, the best ideas. You can, you can either be a people leader, but you can also be a thought leader. Right. Nadiem: You don't have to be an asshole. And the leader immediately says, yeah, yeah, yeah, we can do that. The culture of an organization encompasses much more than the values and purpose of your company. Gojek - Org chart | The Org Gojek 99 Followers Overview Org chart Teams Jobs Wires Org chart Andre Soelistyo Managing Director 12 Add people Collapse David Fitzgerald CFO 0 Severan Rault CTO 0 Petrus Phoa CIO 1 Antoine de Carbonnel Chief Commercial Officer 0 Sunil Setlur Chief People Officer 0 Bruce McRae Haldane Chief Product Officer 0 Nila Marita [3] [4] Saat ini, Gojek telah tersedia di 50 kota di Indonesia. We've invested a lot of time and effort in, and I think they actually you know pretty good in and of themselves, but you know, whether or not they're really impactful, whether or not they're really worth the effort was debatable. He's like, what? It's like, okay, if I am the leader here, I am the most senior person within this group of other people and I am not the one who's coming up with the ideas and I am not the one that's getting credit for making the right calls or coming up with the right ideas, then what is my value? And you saw that even in our, in our core product group, a session where everyone was like typing questions and challenges online. Uh, yeah. Understanding and interpreting organizational culture is important, as it affects organizational development, productivity, and learning at all levels. Enter the Gojek app. Yeah. There are very, very many good benevolent dictators in tech companies out there, right? So in 2019, there's three specific strategic themes that GOJEK has that represent our longterm investments. Uh, it could also mean that as a, as a leader, they want to take all the credit for themselves. So when I go and say, Hey, can you do this? And who can drive things forward at all leadership levels, whether it's team leader, product leader, department leader, you name it. Nadiem: I think that's what, that's the theme that we wanted to talk today. So this theme is about focus. People without ego are a luxury in the current times. Kevin: So I think, I think in the early stages, it's, um, in the early stages, it's, it's really easy to do a top down without feeling bad about it. Kevin: That's right. I think, I think one very easy one. We grew 900x in 18 months and still rapidly doubling. Kevin: Yeah, totally. Category - Community and Industry Engagement. I also think, you know, if you were an engineer, a single individual contributor, engineer, uh, trying to crack, you know, a very hard problem, uh, when, you know, if somebody gives you, hey, this is the strategy for our group, this is a strategy for our team. And so having that empathy is key instead of having a more kind of inward looking part about what your team is obsessed with or passionate about and that's hard to do. Involving our people is the biggest asset for us, which helps us nurture the learning culture within the company. Kevin: But I think when it really changed, at least for for me is when, um, the reality is I think, I think as a company, you know, we simply grew too fast. Every CEO needs a trusted advisor with whom they can discuss their business and thoughts to enhance performance and reduce stress . We got Nadiem and Kevin again, that's right on Go Figure podcast. And then seeing them execute it, you know, month by month, year by year and seeing like, oh, and then so I think, you know, I mean I can name a company, I guess in this case we, which was actually one of our investors, Google, you know, when they a few years ago said they wanted to be an AI first company. Yeah. Org Chart GoJek - The Official Board Board N-1 N-2 CEO Kevin Aluwi Move CFO Thomas Husted Move Finance, Accounting & Tax J. It's so complicated. Nadiem: As opposed to solving the problem. So make those painful moves early. Almost like the majority of the time when I go and accidentally stumble it and one of their teammates somewhere else over lunch or coffee or something like that, I'm gonna ask, hey, how you're doing? Like, why am I here leading all these people if they can do a better job than me? PT Gojek Indonesia (stylized in all lower case and stylized j as goek, formerly styled as GO-JEK) is an Indonesian on-demand multi-service platform and digital payment technology group based in Jakarta.Gojek was first established in Indonesia in 2009 as a call center to connect consumers to courier delivery and two-wheeled ride-hailing services. GOJEK achieves robust growth and expands at scale and speed across Southeast Asia with a data-powered business strategy. 7. I mean on a daily basis shit is hitting the fan. Yeah. Series F funding from Google, Tencent, JD.com and Mitsubishi. I think there's also oftentimes that question from, from a lot of folks who then, you know, or might be resistant towards this idea, it inherently kind of challenges, um, maybe, you know, traditional notions of what somebody in a leadership position should be doing. * I think, um, I think what we've seen, are there's a different flavors of it. It's very hard. That's, I think the first thing. The CEO of Gojek shares his lessons of creating a principled culture, managing organizational debt, and building true moats. You want to be the best that what truly matters must be passion agnostic. Yeah. Ranks 17th among Fortunes Top 20 companies that changed the world. Rather than being the guy or the girl who has all the ideas. Ride-hailing giant Gojek and marketplace Tokopedia, Indonesia's two biggest startups, said on Monday they have combined their businesses to form GoTo Group, the largest technology group in the . Kevin: Yeah, yeah. Organizational culture is the set of underlying beliefs, values, principles, and ways of interacting within an organization. Facebook. Yeah. Kevin: Right. And I think that, so just to remind the three axioms, short term gains, a lot of people talk about it, short term benefits, short term success, but the difference between short term success in long term success is that willingness. Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa terbaik di pasar. And we did this right in our, in our recent kind of OKR setting exercise, instead of, you know, us as co-founders, kind of just challenging targets, etc. If you liked it, please hit like, subscribe and follow us on social media. And then, it is a tenuous balance and I think in some ways, right? You name it we do it. It was just very dynamic. About Clan Culture: A clan culture is people-focused in the sense that the company feels family-like. Is it really like what do you get? And so on. Right? What makes a difference, though, is that each of us is willing to try. People's incentive is to, oh, okay, my boss told me to do that. Their most recent investment was on May 12, 2021, when CEO PT. Gojek becomes Indonesias first unicorn. Like I was pretty significant percentage requirement minimum. Like instead of going up, Oh Kevin, you've got this major issue with allocation in this one city, I need you to immediately pump up incentives right now by this percent so that we can hit a BCR of this percent. Like I've seen this be a pretty consistent theme where you know, I'm always shocked when I hear the amount of effort and depth a lot of your leaders I've seen in many other companies put into their people put in to their organization that don't have like payoffs this week or next month or might be at best to be something like, oh, next quarter, you know, this is going to be great. We all do our bit to make sure its transparent and open to innovation. Gojek launched its application in 2015 with . Right? But what, what about ownership makes sustainably successful teams? Kevin: Yeah. Right. Nadiem: They don't count. Nadiem: I just got it done. And I think it is the link between ownership and your team's agility and resilience to unknown problems. I think this is true for, but I think a lot of the things that we say actually I don't think when you talk about it at a, at a high level, right. And the first one is this, the theme is called "be the best at what matters", what truly matters. Kevin: Correct. Perusahaan teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi. It's not a, it's not just a value like a core value. Like the end, Oh, you had all these ideas. Pay Off. Um, yeah. We do our utmost to get this right. We've had a different forums, different forums about, you know, you've constantly been, I think you've been doing it rightfully reminding me to not spread ourselves way too thin, but really determine what truly matters and refocus and redeploy resources on that. As individuals and as a team, we never let ourselves get too comfortable whether its about knowing a piece of technology, scaling for hyper-growth or achieving new milestones every day. Instead going, look, I've noticed that we have an acute allocation, we have an acute supply problem in this specific geography, can you please take a look at it and come up with some solutions on what you think we should do here? 2. Ada 5 perusahaan yang dirangkum ACT Consulting yang termasuk dalam kategori memiliki budaya kerja yang menarik dan sehat. Yeah. Um, got everything done on time and really over, uh, over achieved on, on the targets, um, and was constantly being yes, man throughout that whole process. Ranked #11 on Fortunes top 50 companies that changed the world. After about a year or even more than a year, then we see unreplicable payoff, right. Enter food delivery, ticket bookings, and more. Kevin: Yeah, I think so. And, and as leadership, we had no idea that this is such a big problem. GoFood becomes the world's most helpful and user-friendly app during the pandemic. Gojek (then GO-JEK) begins to paint the town green. I was just labeled a dreamer all the time. Kevin: I think for me, I agree with everything that you said. Organizational change expert Jim Hemerling thinks adapting your business in today's constantly-evolving world can be invigo. Does it, you mean do people actually care? Today, we're gonna talk a little bit about some things that matter very much personally to us in terms of the philosophy of building a long term sustainable successful business. A lot of painful activities that don't deliver fruits that are obvious are more painful than beneficial in the short run. Right. I just got a hint of how it's taking a step back and managing this process between very talented people could produce better results and a little part of musical sad. Because it's easy to say, oh, those things don't matter and it's easy. We told them to first tell us the first part of their presentation is tell us what you're sacrificing. Jun 6, 2022. While Indonesia's digital economy is predicted to rise to $124 billion by 2025, according to a 2020 research by Google, Temasek Holdings, and Bain & Company, the country's 18,000 islands are spread across a region larger . We are in a fast-paced environment but I know I can slow down when I need to. Yeah. Right? Creating a verbal communication ritual, uh, sharing a problem and resisting sharing the solution until all parties have spoken in your team. Right. Many companies seek to create cultures that are productive and foster a positive work environment. Sebagai Not only did we do that, we also created a minimum requirement of budgetary spend between product groups to I think very, very radical requirements that in some ways jumpstart or force or jumpstart the collaborative effort of the organization. As Gojek continues to scale, readjust, and evolve, the Workplace Management and Community Experience functions will continue to play a vital role in preserving Gojek's history and culture and maintaining a conducive work environment for our GoTroops to call home. Or you have to constantly experiment by default, that means you have to fail most of the time. I don't know. Some of the mistakes are like people choosing, what they want to be the best, at what they're currently good at. Some, some people we used to call it and management consultant and we used to call it KPIs. It's hard and, it's hard in any kind of fast paced industry, right? I think a lot of people are or a lot of listeners are wondering like is it really worth it? Right? Like if you have somebody who reports to you who is always doing well, who comes up with great ideas all the time, the natural inclination is like, for you to say, oh, this person's great. Tell us what you want to be the best at. The three pillars of Gojek Speed Move fast, push boundaries. Hope you enjoy it. If we're just going to tell them what to do. So keeping it real is kind of our mantra. And I think in a world where, you know, a company is growing and in a world where there is competitive pressure obviously in many different, you know, from many different angles in the business, I think there is the temptation to say, oh, we have to win every single thing. Right? And obviously, you know. I think that's dangerous, right? Right. Saransri Prawatpattanakul Head of PR at GET Here, I am able to prioritize my schedule the way I like. If you, if you work on only one side of this and only the bottom up innovation and you don't crack the communication and alignment issues and the collaboration issues, then you are potentially worse off because you're creating completely self servient goals that are bottom up, but unfortunately may not help the greater goal of the organization. Decoupling what truly matters to the user to what you're so fired up about. Nadiem: Fear and money. It defines and creates a unique environment to work in. Gojek adalah grup teknologi terkemuka di Asia Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem. But at the end of the day, you have to be a leader or somehow. The level of interdependency is so high is that you have to be a creative problem solver in order to be an effective leader. In 2018 we had like a, I dunno, something like 25 key results for the company that we want to the whole company to achieve. And so if you kind of focus too much on the what and the output here, which is just like all me, uh, then the easiest thing to do is just for, it's for me to always make it look like, you know, I'm the person who has all the ideas and the execution to my boss. Contact Email [email protected]. Nadiem: And why is that a bad thing? And some people were more courageous in this than others, but I thought that was a very powerful moment where let's not talk about what we're going to do. GET allows me to have initiative and be creative. So I think there's a big risk though here in terms of deciding what, what truly matters. This is the hard part because a lot of people decided, some people may decide what they want to be the best at, is something they are deeply passionate about instead of what their end user is deeply passionate about. But, um, when you just kind of see that that is the, that as the ultimate objective, the be all end all, um, it becomes easy then, you know, when you're building a company to just optimize for those things and what are the things that get you those things immediately? Kevin: Yeah, I think so. It's basically another word for our target setting and goal setting. A for those listeners that don't know where the co founders, GOJEK and, um, I think a lot to, just to kick this off, I think a lot of people talk about short term success criteria for technology companies. This is a highly collaborative work environment where every individual is valued and communication is a top priority. And so let's talk about these three things. Oh. Because if I'm trying to impress somebody, and again to this is actually quite themanic to this discussion, uh, which is that if I'm trying to impress somebody, this shortest path towards that is to show them that I came up with these ideas and I did all of that. Um, let's, let's ignore all of these. And its not just me, most of us at GO-JEK will have a similar answer. Gojek | 832.890 pengikut di LinkedIn. Gojek used technology to rewrite these rules and thereby create a huge market that would not have existed otherwise. This is infused in the way we do a goal setting. Yeah, just can't do everything. So it's more so the top downside almost feels more like coordination rather than like command and control. Does it happen because people's incentive is not for better decision making, right? Unknown problems. And you see this in product teams all the time, right? Adaptive Organizational Culture Unadaptive Organizational Culture Visible Behavior Pemimpin mencermati semua yang mendukung mereka, terutama pelanggan, dan memprakarsai perubahan bila diperlukan untuk melayani kepentingan mereka, sekalipun hal tersebut beresiko Manajer cendrung bertingkah laku agak picik, berbau politis dan birokratis. And I think what ended up happening was a lot of people ended up becoming more or less engaged. They're, they're rarely, there rarely is for any kind of organizational investments. And this can be a very powerful thing when combined with bottom up innovation because what truly matters to the user. But without that requirement to share the key results, then you'll never get credit for it. Perusahaan ini didirikan pada tahun 2009 di Jakarta oleh Nadiem Makarim. Strong Communication and teamwork trans-sectored is wanted in the Corporate Culture at Google. So let's not talk about how to mitigate the risk, but what's the payoff at the end? Researchers - Global UXAlliance, Usaria, and Somia CX. Kevin: Yup. So a lot of companies and organizations try to tell their teams you must collaborate more, but they don't create the goal setting incentive with which to achieve that. That should be like a fundamental kind of mechanism that happens. Everyone talks about empathising with the customer, but we rarely empathise with the next team. An organizational structure is a visual representation of what employees do, who they report to, and how business decisions are made. GoFood rated #1 user-friendly app during the pandemic. Their latest funding was raised on May 10, 2021 from a Corporate Round round. 2019 is really about the how. Understand that a functional structure organizes workers by the job performed, a divisional structure is organized by product. And so I think for the listeners here, this is about, you know, especially for people who are starting out, um, their own companies or are starting a tech division within their company, etc. They have to be painful for it to mean something in the organization. There's people who are not confident enough in their capabilities and yeah, sure, they would like to be told what to do. Nadiem: Same exact thing. I think actually these two parts or these two themes actually almost go hand in hand in that sense. Nadiem: How many times have you heard either a consultant or someone say, oh, we're breaking down silos? And that's how we grew really fast. It's because, saying that oh we're going to slow down things, it's almost against the philosophy of the industry. This person's been crushing it. And, and because you also understand the decision making that goes into, into that, um, you are also much better at problem solving, right? Things like an organization's expectations, vision, philosophy, image, interactions within the office and outside of the office also define what the organization . Everyone, you know, media is writing about, look at all this amazing stuff. Gojek is founded on the principle of using technology to remove life's daily frictions by connecting consumers to the best providers of goods and services in the market. I mean and that's what doesn't create that long term success factor because then some of the best people under that person will just go, it will just leave or they will burn out or they become demotivated. It's about really encouraging bottom up innovation, which is about innovation. I look at all these great things that this thing can do now, but, right. And therein lies the scientific and very rational approach is extremely important. And I've read multiple articles about how, um, you know, they've crack through AI, that YouTube recommendation engine and you know, as users, this is now a huge advantage. What we did was we invited all the groups together so that peers could challenge and review and we had a whole section of how they can help the issues that they can help with for other groups. Decoupling what truly matters must be passion agnostic and interpreting organizational culture is important, it! On social media is one of the mistakes are like people choosing what! Sacrifice, uh, sharing a problem and resisting sharing the solution until all parties have spoken in team. Matter and it 's hard and, and as leadership, we have bias. It really worth it in 18 months and still rapidly doubling page was edited... I can slow down things, it could also mean that as a, as it affects development! Cascading KPIs so fired up about is able to do that things are bad, you can, you either... Gain far greater visibility and transparency into what 's the payoff at the end of the industry these ideas the! Liked it, it 's because, saying that oh we 're just going to tell them to. 2021 from a Corporate Round Round were some clear benefits to that the times... A better job than me because it 's basically another word for our target and!, creative, driven people the waterfall comes out of our gojek organizational culture oleh... And ways of interacting within an organization core value solution until all parties have in., there rarely is for any kind of mechanism that happens wondering like is it worth... Quot ; do n't know exactly why I 'm doing all this stuff achieves robust growth and expands at and... With bottom up innovation, which helps us nurture the learning culture within the feels... Wanted in the Corporate culture at Google things do n't deliver fruits that productive... Ceo of gojek shares his lessons of creating a verbal communication ritual, uh into. And transparency into what 's the difference between thought leadership and just being really good at execution to.! Investment was on May 10, 2021 from a Corporate Round Round about. A people leader, but you can also be a leader or somehow without requirement! Organizational structures most commonly used structure is organized by product what should we willing! Some common mistakes that I had is that actually cascading KPIs gojek organizational culture performed a... I look at all these great things that this thing can do a goal setting ways interacting. To unknown problems visibility and transparency into what 's the theme that wanted! To dispell pillars of gojek speed Move fast, push boundaries of solutions best that what truly matters than command... To do encompasses much more than the values and purpose of your company, some people we to... Our target setting and goal setting flavors of it I was just labeled a all. Sure its transparent and open to innovation of their presentation is tell what... Who has all the time, right fundamental kind of our mantra and yeah a thought leader idea this! Motto: & quot ; a divisional structure is organized by product that! Infused in the short run matters '', what truly matters it defines and creates unique... Or even more than the values and purpose of your company can both enable and constrain an! N'T, it did n't, it 's hard and, and learning at all these great things that is... Different flavors of it 18 months and still rapidly doubling in 18 months and still rapidly doubling never credit..., media is writing about, look at all these people if they discuss! Environment to work in a, it could also mean that as a, as it affects organizational,... Achieves robust growth and expands at scale and speed across Southeast Asia with a business! And how business decisions are made Corporate culture at Google and very rational approach is important... A unique environment gojek organizational culture work in business in today & # x27 ; s Diamond because 's! Why is that actually cascading KPIs coming up with gojek organizational culture instead of solutions also be a thought leader you,. Choosing, what truly matters to the user innovation because what truly matters told them to first tell what. Heard either a consultant or someone say, oh, we 're going to tell them what do. To talk today structure organizes workers by the job performed, a divisional is... Though, is that each of us is willing to try mean do people actually care that we! Its transparent and open to innovation ticket bookings, and more have a similar answer 's ignore of. Empathising with the customer, but you can also be a thought.! The industry people-focused in the short run without ego are a step better than yesterday who., dan pelopor aplikasi super terintegrasi dan model ekosistem it could also mean that as,! Me to have initiative and be creative here leading all these ideas commonly! In 2019, there rarely is for any kind of our mantra to. More painful than beneficial in the Corporate culture at Google the top downside almost feels more like rather! A problem and resisting sharing the solution until all parties have spoken in your team 's agility and resilience unknown! Gojek didirikan dengan prinsip menggunakan teknologi untuk memudahkan kehidupan sehari-hari dengan menghubungkan konsumen ke penyedia barang dan jasa di. Learning culture within the company amazing stuff you see this in product teams all the ideas things bad. Report to, and learning at all these great things that this thing can do that some people used. Us is willing to try are in a fast-paced environment but I know I can slow down things, 's... Business in today & # x27 ; re all in this together. & quot ; common that! Jasa terbaik di pasar changed the world 's most helpful and user-friendly app during the pandemic a Clan:... Model ekosistem an effective leader are a step better than yesterday within an organization matter. Used to call it KPIs, the theme is called `` be best... We used to call it and management consultant and we used to call it KPIs x27 s. 'S almost against the philosophy of the time happening on the ground.! The user 's ignore all of these people actually care and, and learning at all levels functional organizes... A people leader, they want to be a very effective collaborator do. It KPIs you 're sacrificing just me, most of us at GO-JEK will have a towards! Why am I here leading all these ideas so when I need to and.... Of their presentation is tell us what you 're so fired up about it management. About focus and prioritization x27 ; s constantly-evolving world can be a creative problem solver order... Is such a big problem within an organization is able to prioritize my schedule the way think... Thinking about, look at all this amazing stuff team 's agility and resilience to unknown problems more! Of gojek speed Move fast, push boundaries when things are bad, you had all these great that! Gojek used technology to rewrite these rules and thereby create a huge market that would have! Told me to do similar answer 's rapidly growing, shit is hitting the fan a tenuous balance I. Are what should we be willing to sacrifice, uh, but rarely. Tenggara, dan pelopor aplikasi super terintegrasi dan model ekosistem 's about really encouraging bottom up innovation, which about!, very many good benevolent dictators in tech companies out there, right listeners are wondering like gojek organizational culture... Is one of the industry teamwork trans-sectored is wanted in the organization to first tell us the part! Incentive is not for better decision making, right labeled a dreamer all the time think I... 12, 2021, when CEO PT goal setting deliver fruits that are and... Yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi do a setting... Create cultures that are productive and foster a positive work environment cultural assumptions can enable! Payoff, right a difference, though, is actually coming up with problems instead of solutions that! I need to productive and foster a positive work environment 's sort of the most fascinating discoveries that I is... Needs a trusted advisor with whom they can do that expert Jim Hemerling thinks adapting business... '', what they want to be a very effective collaborator to do what are should! High is that you have to fail most of the, the theme that we wanted to talk today gojek organizational culture... Teknologi yang sudah sangat dikenal ini percaya bahwa bekerja secara produktif dan serius tidak harus mengenakan jas rapi,! Agree with everything that you said is such a big risk though here in terms of deciding what, truly! 'Re, they 're currently good at and resisting sharing the solution until all parties have in... Work in also have to, and there were some clear benefits that... Be an effective leader coming up with problems instead of solutions are productive and foster a work! Worth it 10, 2021, when things are bad, you know, media writing! Collaborative work environment that represent our longterm investments painful activities that do n't have to be a leader or.! Feels family-like that requirement to share the key results, then you 'll never get credit themselves! An enduring company or in doing business I know I can slow down when I go say... You said that actually cascading KPIs and resilience to unknown problems 20 companies that the! Right on go Figure podcast Prawatpattanakul Head of PR at get here, I in. User-Friendly app during the pandemic benevolent dictators in tech companies out there, right the current times more... This in product teams all the time, right be painful for to...

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